OR/MS methodology—A conceptual framework

Many authors deal, explicitly or implicitly, with OR/MS methodology and the term ‘methodology’ has gained such an inclusive connotation that it comes to denote nothing in particular. This has diluted the analytical precision of OR/MS ‘methodology’ as well as its practicability. Therefore an attempt to form a conceptual framework for OR/MS methodology will be presented. This framework consists of seven components addressing specific methodological aspects: each component has specific properties which distinguish it from the others; all of them together form a consistent hierarchy suitable to aid the successful development and implementation of OR/MS methods.     

Ethics beyond the model: How social dynamics can interfere with ethical practice in operational research/management science

Responding to a call for more attention to be given to ethics within operational research, Marc Le Menestrel and Luk Van Wassenhove have recently outlined a perspective on the relationship between OR models and ethics that squarely ties ethical engagement to daily practice and, more specifically, to the manner in which a practitioner uses a model or other technique in a particular setting. They refer to this approach as “ethics beyond OR models”.This paper seeks to extend the debate on this topic by examining some of the difficulties of ethical action when it is defined in these terms. Specifically the paper seeks to show how the social dynamics that circumscribe much professional practice can easily override good intentions on the part of the people concerned. Ethical practice dictates that those involved in OR/MS practice should seriously contemplate their own involvement in the process of knowledge production and be fully aware of the wider ramifications of employing particular modelling techniques and other tools. However, this is not always easy since the complex social dynamics that surround an inquiry can surreptitiously undermine these intentions. In extreme cases, these processes can create an ethical trap that those involved may not be fully recognise until after the event.In exploring such a disjuncture between ethical intentionality and outcomes the paper re-examines and reflects upon a major consulting assignment which was led by the author and subsequently published through a leading journal and text.     

Doing something about the weather

Recent developments in weather forecasting have created the potential for the operations research and management science (OR/MS) community to have a tremendous impact in distilling weather information into valuable decision tools. Weather-sensitive applications include transport, electric utilities, agriculture, and public emergency management. This article surveys existing research and practice using OR/MS tools to integrate weather forecasts in decision-making. Because the conditions that created the potential for OR/MS contributions—in particular an explosion in the amount of relevant forecast data—are quite recent, the amount of existing OR/MS work is modest. This article also describes promising but unexplored research opportunities for the OR/MS community.     

DESIGN OF AN M.B.A. SEMINAR ON THE IMPLEMENTATION OF OPERATIONS RESEARCH/MANAGEMENT SCIENCE *

This paper reports on an innovative seminar in which implementation of operations research and management science was the primary theme. Traditional educational strategies have sought to improve OR/MS acceptance by further exposing managers and management scientists to OR/MS techniques and management problems respectively. The present approach assumes that an understanding of the barriers to successful implementation and a knowledge of possible strategies for overcoming them are potentially more productive than the study of more OR/MS techniques. The seminar was designed to combine straightforward reading and discussion with empirical research on actual implementation situations. It is suggested that educators consider the value of this type of educational exercise in OR/MS curricula and M.B.A. programs.     

Complex problems with multiple stakeholders: how to bridge the gap between reality and OR/MS?

The world becomes increasingly complex and problems tend to be broader and multidisciplinary. At the same time, OR/MS research seems to be narrowing down, building even more on analytical models. The flip side is the risk that OR/MS is increasingly diverging from reality and that its dominant paradigm becomes insufficient to guide us in understanding and solving complicated real-world problems. A methodology that allows a broader insight into exploring a complex system’s behaviour is urgently needed to guide OR/MS analytical models. We propose system dynamics as a methodology to link reality with the dominant OR/MS paradigm of narrowly focused and highly analytical models.     

INTRODUCING OR/MS INTO ORGANIZATIONS: NORMATIVE IMPLICATIONS OF SELECTED INDIAN EXPERIENCE*

There is considerable evidence that firms and institutions that have adopted and utilized operations research and related management sciences (OR/MS) experience severe internal disruptions and changes as the new technology is introduced. In some cases the reactions have been adverse enough to result in temporary rejection of the technology and a period of three to five years has been necessary for reintroduction of OR/MS. Such lags represent lost opportunities with attendant costs that firms and institutions can ill afford. There is obvious need to manage the introduction of OR/MS into organizations to minimize the inevitable resistances to change and to expedite institutional acceptance and practice. This paper presents a normative framework for this purpose based on four case studies of Indian implementation experience. The selected firms, which represent different sectors of industry, adopted different strategies for introduction and diffusion of OR/MS. The authors have noted several points of similarity between the Indian experience and the experience of U.S. organizations which indicate a fair measure of general validity for the proposed normative framework.     

Challenge of Research Ethics Committees to the nature of operations research

This article is concerned with operational research (OR) practice in light of growing concerns about ethical conduct. It asks whether OR, in the context of increasing regulation through Research Ethics Committees, should consider whether there are certain ethical issues that are affected by the specific context of OR. The article sets out some of the central concerns about Research Ethics Committees and the nature of OR.     

Voices and values: Linking values with participation in OR/MS in public policy making

It is now widely accepted that public policy development requires both an appreciation of public values and an ability to involve insights from local people. Operational research (OR) has made some contributions to public policy development, and there has been a call to use problem-structuring methods (PSM) in this environment. This growing need for greater use of OR/management science (MS) in policy making is due to its ability to work with insights that are sometimes hard to pin down. This paper presents some research about values and local people's voices in public policy making, which the authors believe present a challenge to OR/MS and to the use of PSM. The paper will describe a framework for understanding values and exploring insights into including local voices in policy making using PSMs. Key to the framework is in the emphasis on differences, rather than similarities, in value priorities. A case study in which local people as well as decisions makers and politicians were engaged in a process to decide the future of a local hospital will be described.     

On operations research and value conflicts

The paper addresses the question of how operations research (OR) ought to handle decision problems that involve value conflicts. First, we note that early OR was considered essentially value free within the OR community, with a mechanistic systems perspective, although some voiced concern that an analyst should not detach herself from the consequences of her work. Then we propose a value conflict scale, which we use to assess the conflict levels in a small sample of OR applications. We then turn to value identification. In practise, organizational value statements include many kinds of values, and we discuss how values can be sorted out according to ethical categories, which helps in identifying consequentialistic decision criteria. The next question is how values can be enacted in a decision process. We review findings in neuroscience, which indicate that intra-personal decision-making takes place in a field of tension between deliberation and affect. The implication is that low level conflicts may leave decision-makers too cold for values to be enacted and therefore want infusion of emotion. On the other hand, emotions in high-level conflicts may run too high to give reason a chance. Emotions, therefore, need to be tempered and this can be achieved through at least two strategies: a focus on consequences rather than virtues and rules and discourse ethics. These are the subjects of the two last parts of the paper. We conclude by proposing five ethical rules for OR analysis of value conflicts. An analyst should not regard herself as being detached from the decision that are made, should be conscious that good decision-making requires temperate emotions that balance affect and deliberation, should promote focus on consequences, should promote the view that stakeholders have intrinsic value; they should not be treated instrumentally and should encourage fair processes to identify stakeholder values.     

Learning from mixed OR method practice: The NINES case study

Despite continued interest in the use of mixed OR/MS methods, limited attention has been paid in the literature to generic lessons that could be gained from mixing methods in practice. Many organisational problems demand the use of a mixed method approach and thus recognising and sharing lessons could prove beneficial to both practitioners and researchers. This paper reports on an in-depth evaluation of a case study involving risk identification and quantification of the Northern Isles New Energy Solutions (NINES) project which sought to trial and plan a new energy system. The intervention involved a mixed method approach and client feedback on the efficacy of the approach was sought. The evaluation reported in this paper is carried out using a set of themes taken from the literature and seeks to highlight transferable lessons. The set of lessons that emerge are presented along with their implications for both general OR modelling practice and the specific situation of mixing OR/MS methods. The paper concludes by discussing the implications of the work and directions for future work which will be of interest to both practitioners and researchers interested in mixed method OR/MS work.     

Cybernetics and the management science process

This paper addresses methodological issues currently confronting the management science community. The urgency of these issues is evidenced by [1] the growing debate over the implementability of MS/OR (Management Science/Operational Research) models, [2] the absence of professional agreement on a ‘generalized’ theory of organizational structure and control and [3] the dearth of substantive contributions in the area of ‘policy’ analysis and modeling. It is argued that any resolution of these issues must address the management science process and that developments in cybernetics provide an integrating framework for this purpose. Aspects of this framework are presented by pointing out distinctions between the more traditional MS/OR approaches and the proposed cybernetic approach. Some of the concepts involved are not always associated with cybernetics, but the implications for the practice of management science are significant.     

Does the best practice of rational-style model-based policy analysis already include ethical considerations?,

This paper deals with ethics in the context of the real-world practice of operations research (OR), once an analyst has taken on the responsibility of carrying out a rational-style model-based policy study for a client. OR models are often used by policy analysts to assist decisionmakers in choosing a good course of action based on multiple (and competing) criteria from among a variety of alternatives under uncertain conditions as part of the policy analysis process. The paper suggests that if applied operations researchers (acting as rational-style model-based policy analysts, and not as policy analysts playing a different role or as policy advocates) use the scientific method and apply the generally accepted best practices of their profession, they will be acting in an ethical manner. It, therefore, describes the steps of a typical rational-style model-based policy analysis study, and specifies the tenets of good practice in each step. It also provides a list of questions and statements that the analyst and those evaluating an analyst's work (both internally and externally) can use to help make sure that the study adheres to the tenets of good practice for rational-style model-based policy analysis and remains within ethical bounds.     

Mapping the changes in management science: A review of ‘soft’ OR/MS articles published in Omega (1973–2008)

The paper proposes a framework to map the development of management science (MS) and uses it to survey the MS literature published in Omega, the International Journal of Management Science. The management science discourse over the last 35 years is mapped in four paradigms: (1) optimisation/normative; (2) interpretative/learning; (3) critical; and (4) a post-modern management science approach. Using a set of keywords and authors’ names associated with the main features of each MS discourse, articles published between 1973 and 2008 are grouped. Results seem to suggest that Omega, a US-based journal, has been mainly developing publications under the optimisation paradigm; only very few papers adhering to the interpretative/learning and critical paradigms have been given space in Omega. The handful of papers from the interpretative paradigm are seen as attempts of UK-based academics to open some space for ‘soft’ operational research (OR) or ‘problem structuring methods’ in a positivistic outlook that seems to pervade US management science practice. Results of the survey and features of MS literature published in Omega are discussed. The paper aims to raise awareness amongst management scientist, systems and operational researchers of the differences between the MS/OR practice in both countries.     

The theory of constraints: a methodology apart?—a comparison with selected OR/MS methodologies

Mingers (J. Oper. Res. Soc. 54 (2003) 559; Int. Trans. Oper. Res. 7 (2000) 673; J. Mingers, A. Gill (Eds.), Multimethodology: Towards the Theory and Practice of Combining Management Science Methodologies, Wiley, Chichester, 1997), Mingers and Brocklesby (Omega—Int. J. Manage. Sci. 25(5) (1997) 489; Systemist 18(3) (1996) 101) and others have sought to develop classificatory frameworks that would be useful in understanding the nature and characteristics of Operational Research/Management Science (OR/MS) methodologies and the philosophical assumptions underpinning them. This paper extends their work to the domain of methods and methodologies known as the Theory of Constraints (TOC). In particular, the paper helps position TOC methods and tools in relation to traditional OR/MS methodologies, methods and tools, and provides a basis for continuing multi-methodological development across the two domains.The paper concludes that the tools, techniques and methods of TOC can be viewed as a methodological set of complementary hard and soft tools and methods that contribute to all phases of activity and across all three social, personal and material dimensions of the Mingers–Brocklesby framework, and share the ontological and epistemological characteristics and assumptions of extant OR/MS methodologies.     

OR/MS modeling in long range bank planning

For over 10 years, The Bank of New York has conducted formal Long Range Planning, to insure profitable long term growth. The planning system developed by the Bank relies heavily on Financial Planning and OR/MS Modeling has been an important part of this system. This paper describes the approach taken by the Bank to develop their system and the experience gained through managing the system.     

Education CREATIVE THINKING AND INNOVATIVE EDUCATION IN THE DECISION SCIENCES

Creative problem solving is seldom addressed directly in the decision sciences literature. The first half of this paper reviews current thinking about creativity and its educational importance. The remainder addresses creative problem-solving processes and, in particular, the process developed by Parnes, Noller and Biondi [24] and Osborn [23]. This process has been integrated into an OR/MS problem-solving course which is described. Conclusions and implications for decision sciences education and practice in general are discussed.     

企业伦理与领导效率研究--从交易型领导到转换型领导

不同的领导哲学带来不同的领导类型,按照企业领导行为的伦理道德基础和伦理价值目标,企业领导类型主要分为两类,即交易型领导和转换型领导.与交易型领导相比,转换型领导通过建立和谐、发展的伦理环境和实施积极、进取的核心管理行为,不断提高组织领导效率.转换型领导的伦理环境包括个人影响、动机激励、思维启发和员工发展四个方面的内容;转换型领导的管理核心行为主要包括行为反馈、执行训练、管理指导、网络建构、工作委派和情境学习.     

Moral character: What it is and what it does

Moral character can be conceptualized as an individual's disposition to think, feel, and behave in an ethical versus unethical manner, or as the subset of individual differences relevant to morality. This essay provides an organizing framework for understanding moral character and its relationship to ethical and unethical work behaviors. We present a tripartite model for understanding moral character, with the idea that there are motivational, ability, and identity elements. The motivational element is consideration of others – referring to a disposition toward considering the needs and interests of others, and how one's own actions affect other people. The ability element is self-regulation – referring to a disposition toward regulating one's behavior effectively, specifically with reference to behaviors that have positive short-term consequences but negative long-term consequences for oneself or others. The identity element is moral identity—referring to a disposition toward valuing morality and wanting to view oneself as a moral person. After unpacking what moral character is, we turn our attention to what moral character does, with a focus on how it influences unethical behavior, situation selection, and situation creation. Our research indicates that the impact of moral character on work outcomes is significant and consequential, with important implications for research and practice in organizational behavior.     

Futures literature and futures forecasting—A critical review

This paper presents a personal view of futures forecasting. Beginning with an overall view of the literature in the field with particular attention to the more significant contributions, methodology is then considered. Various general techniques of very long term forecasting are reviewed, followed by consideration of the particular fields of economic, social, technological, energy and politics. The social factor is seen to be all-pervading. A synthesis of futures forecasts is then attempted with particular reference to the British case. Finally, the significance of such forecasting approaches for the OR scientist is considered.     

Morals, Ethics, and Integrity: How Codes of Conduct Contribute to Ethical Adult Education Practice

This article examines the similarities and differences in the concepts or in the usage of the terms “integrity”, “morals” and “ethics” to provide a framework for understanding why these concepts are the foundation of professional ethics and to promote a more thoughtful consideration of the need for codes of ethics for the field of adult education. The article reviews the original interpretations of these terms by the classic philosophers whose works are fundamental for a greater appreciation of contemporary ethics.